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Changing Scenes In, From and Outside the Board Room: UK corporate governance in practice from 1989 to 1999

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  • Annie Pye

Abstract

This paper is about changes in ‘corporate directing’, observed from interviews spanning the last ten years with Chairmen, Chief Executives, executive and non‐executive directors in nine large UK organizations. Not only has the economic, political and social context changed, the ‘what’, ‘how’ and ‘why’ of boards has also changed. This paper seeks to illustrate some of these changes, both inside and outside the board room, where the role of fund managers has also changed. It concludes that the Chairman and Chief Executive relationship provides a powerful axis around which board room culture (r)evolves and corporate governing takes place.

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  • Annie Pye, 2000. "Changing Scenes In, From and Outside the Board Room: UK corporate governance in practice from 1989 to 1999," Corporate Governance: An International Review, Wiley Blackwell, vol. 8(4), pages 335-346, October.
    • Handle: RePEc:bla:corgov:v:8:y:2000:i:4:p:335-346
    DOI: 10.1111/1467-8683.00212
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    Cited by:

    1. Malikov, Kamran & Demirbag, Mehmet & Kuvandikov, Azimjon & Manson, Stuart, 2021. "Workforce reductions and post-merger operating performance: The role of corporate governance," Journal of Business Research, Elsevier, vol. 122(C), pages 109-120.
    2. Szymon Kaczmarek & Satomi Kimino & Annie Pye, 2014. "Interlocking directorships and firm performance in highly regulated sectors: the moderating impact of board diversity," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 18(2), pages 347-372, May.
    3. S. Subramanian, 2016. "A Comparison of Corporate Governance Practices in State-owned Enterprises and Their Private Sector Peers in India," IIM Kozhikode Society & Management Review, , vol. 5(2), pages 200-216, July.

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